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“At State Farm,” says Donald W. Frischmann, agency division vice president, “we felt that it was both im¬possible and unrealistic to attempt to evaluate the performance of agency managers (sales managers) until we developed a realistic data-supported basis for evaluation. From a research standpoint, we needed to capture and verify the key dimensions of the sales manager’s job. From a corporate standpoint, we knew we would have to use this information to define the role we expected sales managers to fill, communicate those expectations, and help current sales management see how those key performance dimen¬sions were, in fact, the essence of good sales management.”

The research
State Farm’s corporate research de¬partment did their job and did it well. After several years of intensive re¬search and results validation, they were able to isolate seven key per¬formance dimensions: a) recruiting and selection; b) training new agents; c) agent/manager relations; d) busi¬ness and sales management; e) insur¬ance sales leadership — life; f) insur¬ance sales leadership — casualty; g) insurance sales leadership—health.

Frischmann hastens to add that the dimensions are, at first blush, pretty self-evident. Most insurance people would suggest that these are the kinds of activities managers have always been involved in. Frischmann con¬cedes the point, but argues that the development of a research-based and validated managerial evaluation system — such as this one — has a great deal of power for improving manage¬rial performance within an organization, even if the empirically developed evaluation system does contain some common-knowledge concepts.

He cites four major benefits to the performance dimension effort.

First, the research and development process brought management to¬gether and, in a sense, demanded that they reach consensus on what was expected of an agency manager. Second, agency managers now had a clear picture of what was expected of them. Third, the scales and the behavioral descriptions constitute a common vocabulary for discussing performance. The fourth major benefit was the impact the system had on the agency manager career development path.
Manager identification and selection, manager appointment and placement, and manager training and career development were all impacted by a clear, valid, and management-supported set of performance evaluation scales.

What do you look for in a prospective manager? The dimensions on the evaluation scale. What do you train them to do? Perform the behaviors which constitute the performance dimensions.

As part of the process of selecting new managers, Frischmann was able to develop genuinely useful “career orientation seminars” for potential new managers. The seminars gave management a look at truly qualified candidates and the candidates a “no-bull” look at what management is allabout.

All hearts and flowers?

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Has it been all hearts and flowers at State Farm since their research-based performance evaluation system was completed? Not quite. Frischmann cites three problems they have en¬countered.

1. Reluctance to evaluate manager performance solely on the basis of bottom-line results. Frischmann re¬minds us that Dr. Marvin Dunnette has suggested that people tend to con¬sider three elements as equally impor¬tant to the managerial evaluation process: 1) The Person— What kind of individual is the manager? 2) The Process — How does the manager go about managing? 3) The Product — What is the result of the manager’s managing?

The Product, the bottom line, Fris¬chmann suggests, is most important of the three. Frischmann contends that there are those who are reluctant to accept the fact that different kinds of individuals, using different kinds of approaches and techniques, can all end up with a satisfactory bottom line. Some middle managers are darned uncomfortable with agency managers who don’t “do it the way I did when / was out in the field.”

2. Conversely, they also found that some individuals who have the re¬sponsibility for the supervision of field sales managers are reluctant to com¬mit themselves on several items relat¬ing to the manager’s performance which go beyond the product of the managing, beyond the bottom-line or “paid-for” production report. Perhaps this is because the supervisor doesn’t really know enough about the manager being evaluated to respond to some of the items.

3. “Some managers,” as Douglas McGregor aptly put it, “are afraid of playing God,” of evaluating someone else’s performance. This may be be¬cause they genuinely dislike having to do it in the first place, or because higher management and/or training folks haven’t provided the tools or the know-how to accomplish the task.

But Frischmann quickly points to the system’s strength: “Many of our sales manager supervisors say that the new process has given them, for the first time, a real basis for sitting down with the sales manager to dis¬cuss intelligently all facets of the managerial operation in relation to both the manager’s goals and the ob¬jectives of our company.”

Frischmann sums up by suggesting that it isn’t simply the quality of the tools which dictates the success or failure of a performance-evaluation system. Success also depends on view¬ point— how the system is viewed and used. “To the extent that we can keep everyone’s attention focused on the use of the performance-evaluation process as a developmental tool, rather than as a punitive report card,” he asserts, “we can continue to im¬prove the performance of both the sales manager and the manager’s supervisor.”

Source : Training Magazine. August 1978.

Ms. Eggy is more of a practical worker; most of the time she uses personal approach in promoting hotel rooms and facilities. She regards the contact persons – the managers of airline companies, as her friends. She claims that she never gives up and puts on aggressive approach especially to new prospective customers. She brings complimentary cakes, invites them to the hotel and entertains as necessary to close the deal. Being flexible, she accepts customer’s invitation for lunch or dinner and will adjust her schedule to meet such important appointment.

Her leadership skills seem to be not fully developed yet. At present, she is more of a good follower who likes to support and abide by her boss’ direction and instruction. While she can work with minimal supervision, she needs reassurance and support when doing her job. She reports that the sales and marketing team is not solid, causing a non-conducive working atmosphere. There are cliques within the department who are competing to achieve the biggest sales. She thinks that it is coming from unclear line of authority in the sales and marketing department.

As to problem solving, she claims that her major problem is coming from unhealthy working relationship amongst colleagues though she does not have any difficulties in solving work related problem. As a new staff, she prefers to work according to her job description and procedures and will ask her boss’ support and suggestions when she feels under pressure.

A. PERSONALITY

Ms. Eggy comes across as an easygoing person with an air of arrogance; she is the type of person who wants to give a positive initial impression. She is very open in explaining the uncomfortable situation in the sales and marketing department and shares her feelings about it. Her social nature shows her to be a socially extroverted individual who likes interacting with people. She loves being with people and meeting new friends.

As far as her emotional nature is concerned, we find her to be sensitive in relating with people and this may lead her to be biased in seeing things and be somewhat subjective. Indicators show signs of internal restlessness meaning she has a tendency to get bored easily if the job becomes routine and monotonous. She claims that she likes challenging work and gets motivated handling difficult tasks. Ms. Eggy does not like antagonistic situation. As much as possible, she claims that she prefers a calm and harmonious working environment rather than face conflict. Thus at present, she concludes that there is no point in being assertive but prefers to stay passive and just do her tasks according to the direction and instruction of her direct boss.

B. STRENGTHS and AREAS FOR DEVELOPMENT

STRENGTHS:
• Practical and action oriented.
• Flexible in managing her tasks and activities.
• Able to work on several tasks at a time, likes challenging tasks.
• Adaptable and can adjust to any situation
• She enjoys meeting clients and will spend extra time to build and keep good relationship with them.

AREAS FOR DEVELOPMENT:
• Tendency to be disorganized. She admits that she forgets things easily.
• She is not very focused and tends to be easygoing in her work habit.
• As to her emotional nature, she may tend to be subjective in seeing things and relating with people.
• She tends to be restless, and can get bored easily when job becomes monotonous.

C. SUMMARY and RECOMMENDATION

Ms. Eggy got her Diploma in Marketing Advertising from University of Canberra, Australia. She joined Sun Jaya hotel in late 2000 as Sales Executive and holds this position up to present. She is one of seven sales executives and is under the direct supervision of the Director of Sales and Marketing. She is responsible for managing the airline companies plus other companies located in MT Haryono – Tomang area. Her daily activities include conducting sales calls, visiting prospective customers, and handling administration matters.

Ms. Eggy’s major strength is her social skills. She is outgoing and likes meeting new friends as well as customers. She even treats her customers as friends. She enjoys the challenge that goes with the job like achieving the sales target and feels an accomplishment when she can finally get the project. She reported that she ranked fourth in the total sales achievement last year, and claims this as one of her greatest contributions.

As to her areas of improvement, she tends to be easygoing and not quite focused. She revealed that does not want to stay long in Sun and plans to manage her own business once she gets married. Her restlessness and tendency to get bored easily indicate that she is always in search of new things and new challenge to keep up her motivated at work. She is sensitive, and can get emotionally involved. She may tend to be defensive towards criticism.

Based on the above findings, we find Ms. Eggy currently works for the sake of working. Basically, she has good potential suited to a sales position; however, she does not aspire to occupy a higher position. Moreover, the unharmonious working atmosphere in the sales and marketing department has badly affected her work spirit. Her future plan is no longer focused to her sales career in the hotel but to work on her own business once she gets married. For these reasons, we have reservations in recommending Ms. Eggy for further promotion.

Ms. Nuni is able to convey her ideas to her co-workers and asserts them in case she encounters resistance. This assertiveness is suppressed however, when she is faced in a negotiation with a client. She knows how to play her cards and always finds a way to make the situation work in favor of her and to the business of the hotel. Moreover, she appears to be very relaxed and comfortable with her work.

Ms. Nuni is very sociable, especially to the hotel’s clients. She makes use of her socializing skills in acquiring and maintaining clients for the hotel and it is suffice to say that she has got this part of her job down pat. Her pleasant disposition is not just limited to the hotel’s clients but to her co-workers as well. There are times however, when she has the tendency to be rude to her co-workers and to disregard their feelings. Most of the time, she chooses the people at work with whom she is genuinely pleasant with.

Ms. Nuni is able to make routine decisions fast. In general, she prefers to see the broader picture of things rather than going through every detail of a business. She complies by the hotels procedures and has respect for authority. When faced with a situation that is not within her scope of authority, she consults her supervisor for a decision.

PERSONALITY

Ms. Nuni is extremely sociable. Her personality is fit for a job that has to deal with people most of the time. She is able to establish good rapport fast and appears to be comfortable with people from all levels. She displays the same level of comfortability when dealing with her co-workers. She has a unique personality that is characterized to be “cool” and non-concerned as long as she is doing her job well. She is also a cheerful and easy-going person and has a great sense of humor.

She brings her high standards tat she has set for herself to the work place and has the tendency to expect other co-workers to comply to it. Also, with these high standards, she has the tendency to be biased when dealing with co-workers and other people and may be unpleasant towards them should they fail to comply to such standards.

E. STRENGTHS and AREAS FOR DEVELOPMENT

STRENGTHS
• Sociable
• Has high standards for herself and expects others to meet her standards
• Technically competent due to the experience she has had with the hotel

AREAS FOR DEVELOPMENT
• Needs to be more open to others’ individuality
• Has to be less judging of others
• Needs a refresher course in sales to be up to date with the latest trends

F. SUMMARY and RECOMMENDATION

Ms. Nuni has been with Sun Jaya for 22 years. She started as a reception clerk and held several other positions before finally becoming the Banquet Sales Manager. Her previous positions include reception clerk, head information, guest relations officer, and banquet sales executive.

Ms. Nuni is a very sociable person, which makes her effective in sales. She has been able to provide the F&B department with numerous clients most of which were established on personal rather than business relationship. She sets high standards for herself, but also expects other co-workers to comply to it. She has the tendency to be biased and judging with her co-workers, especially when they fail to meet her standards.

Competent- wise, Ms. Nuni has proved herself to be capable of meeting the technical requirements set by the hotel. Her technical competence is evident in the number of clients she has brought in the hotel, most of which are established on personal relationships. Though Ms. Nuni is a major profit contributor in the F&B department, her ability to absorb new knowledge and skills for self- improvement has already been completely actualized. Furthermore, Ms.Nuni has expressed that she has reached the peak of her career and is happily doing her sales duties, putting first priority on the task and salary last. It is for these reasons that Ms. Nuni is recommended to remain in her current position and need not be considered for further promotion.

Ms. Jovita displays reasonable commitment to tasks and can be expected to handle several tasks at a time. Presently, as sales executive she feels the need to allocate her time and energy wisely to meet her daily work schedule which comprises of conducting sales calls, visiting and entertaining prospective customers. She likes working hard and spending extra time to complete her tasks. However, there is an indication that she reflects uncertainty about her career goal. When asked about this, she claims that there is no reward system implemented in the sales and marketing department and this leads her to be demotivated.

Ms. Jovita is more of a doer rather than a planner; she can give quick action by using past experience and gut feeling. She can shift important from unimportant matters and is able to see her work in the global picture. She is systematic and neat when managing her tasks and activities. At present, she is responsible for managing the corporate client account. Her sales coverage is some companies located in the Sudirman and Kuningan area.

She starts her day-to-day activities by checking her time planner, taking business inquiries, following up previous sales calls, and handling sales administration. She keep a list of client companies’ and updates necessarily so that she can easily tap new prospects. This system, she reported, allows her to be updated when monitoring her own sales calls and activities. To keep track of her own sales records and achievements, on her own initiative, she prepares a weekly sales report even though, she claimed that it is not evaluated by her superior.

At present, Ms. Jovita’s leadership skill seems to be not fully developed yet. As one of the sales executives, she works on her account autonomously to achieve given sales target. She shows concern that people in the sales and marketing department are not working together as a solid team. They like to compete one to another and this sometimes leads to unhealthy work atmosphere. She also feels that her boss is too domineering and cannot build a conducive working environment in the department.

Ms. Jovita can be expected to decide on simple and routine matters as long as it is within her area of responsibility and authority, such as entertainment allowance, negotiating the room rate, within the range given by the management. Her common problem is dealing with customers’ complaints. In this situation, she chooses to apply personal approach; sincere apology or give complimentary cakes.

Ms. Jovita prefers to work at her own pace. She would be effective if being left to do her tasks based on the given timetable. Moreover, she can work well with minimal supervision as long as she is given clear guidelines.

A. PERSONALITY

Ms. Jovita is friendly and communicative, projecting an outgoing personality. She is a sociable person who enjoys meeting new friend and people. She is effective in the group situation and can deal with others on one to one basis. She has own style in presenting herself and enjoys the spotlight. She likes to be given compliment and recognition for what she has done otherwise, she may lose interest and can be demotivated. When asked about this, she admits that she gets frustrated now due to lack of appreciation from the management for what she has done. They are ranked by the management according to the sales achievement, but there is no reward or commission calculated for this afterwards.

Ms. Jovita prefers to hide her true feelings. While she tries to be calm, she expresses that she is affected with the situation in the sales and marketing department. There is an indication of internal restlessness as she tends to get bored easily if the job becomes routine and monotonous. She admits that sometimes she can be moody and this affects her work performance. She feels that she has been trying her best to achieve the sales target, it becomes anti climax, because there is no appreciation for what she has accomplished. Ms. Jovita feels uncomfortable in the antagonistic situation. She prefers to stay calm and quiet to avoid being in the conflict situation with others.

As to her career ambition, Ms. Jovita says that there is limited career prospect in Sun Jaya hotel. There is also unclear basis for determining people for promotion. She claims that those situations affect her motivation at work, as she feels no need to achieve because there is no incentives program and no sense of appreciation from management. She thinks that she has already worked at her best, and this situation is an anti climax for her.

B. STRENGTHS AND AREAS FOR DEVELOPMENT

STRENGTHS:
• She is systematic in managing her tasks and activities.
• She is outgoing and enjoys social interaction.
• She is practical and can give action by applying her past experience.

AREAS FOR DEVELOPMENT:
• She feels frustrated at present, affecting her motivation to work.

F. SUMMARY and RECOMMENDATION

Ms. Jovita obtained Diploma III degree majoring in Tourism from Sun University. She started her career in Sun as Telemarketer in late 1999. After three months, she became one of the sales executives and is mainly responsible for managing the corporate account – some of the companies located in the Sudirman and Kuningan area. She is under the direct supervision of the Senior Sales Manager.

Ms. Jovita’s major asset is her social skills making her suitable in a sales position. She is friendly and outgoing and enjoys meeting new friends. She is a practical person who is systematic in managing her tasks and activities. She is basically organized and follows a systematic work style to monitor her own activities.

Ms. Jovita is presently demotivated due to current situation in the sales and marketing department. She feels that she has been doing her best, but in the end, there is no reward system or proper appreciation for her sales efforts and achievements.

Based on the above findings, we find Ms. Jovita is at her lowest ebb, heavily affected by the climate in sales and marketing department. She nurtures a grudge about the non-recognition of her performance and the absence of sales incentive systems. Thus, despite her appropriate sales skill and potential, her performance and need to achieve is on a downward trend. She even thinks that there is no career path in Sun Jaya hotel which is why she appears like working for the sake of working. In sum, we have reservations in recommending Ms. Jovita for further promotion unless her behavior is improved. We recommend that this matter be addressed and clarified immediately by her superior and by other parties concerned.

Mr. Bernanke’s work profile indicates that he is a versatile worker. He has worked in several departments from food and beverage, front office, cashiering, accounting, purchasing and now, in sales as one of six Sales Executives. Despite his limited educational attainment, he learned on the job and worked his way up. For this, he values hard work and exerts effort when performing his tasks projecting the hardworker image. Although only two years in sales and marketing department, Mr. Bernanke has displayed hard work by being persistent in his follow-up on clients which contributed to an increase in RNO for the last two months. He also likes to do several things at a time; however, there is a tendency that he is not able to finish what he started.

He does things in a practical way. He does not like too long planning nor is interested in theories and concepts. He prefers to act and decide fast as long as it is within his area of jurisdiction. In his previous role in accounting, he informed us that, fast action is required in order not to accumulate problems. Thus, when making decisions, he is willing to take a risk and will think of the consequence later.

Mr. Bernanke is used to working alone which seems to suit his personality. He did not have the opportunity to exercise leadership skill because he has no subordinates. He only leads his own self. He regards himself as an ordinary worker who likes to work within rules. He will follow what is told and will do his best to deliver results. With this in mind, he expects others to be like him. Latecomers, undisciplined workers and those who disobey rules annoy him.

A. PERSONALITY

Mr. Bernanke is a social introvert who is more job-oriented than people-oriented. However, when the situation calls, he modifies his behavior accordingly. In sales, he attributes his success in achieving the sales target due to his frequent telephone calls and sales visits to his segment, the industrial sector.

His emotional nature indicates that he is an open and direct person. He will not hide his feelings and emotions, saying what he feels and what he wants. As an example, he likes to remark to the latecomers about their tardiness. He tends to comment on other’s mistakes but may not necessarily realize his own mistakes. It appears that he is fixated with complaints about the working environment and the people working around him.

Towards change, his profile shows that when it comes to managing change there is an internal conflict within him. He demands a change but does not want to take any blame or responsibility when something goes wrong. He behaves in such a way that he wants environment to adapt to him instead of adapting to the new environment.

B. STRENGTHS AND AREAS FOR DEVELOPMENT

STRENGTHS
• A self-starter who learns on the job.
• Persevering and wants to deliver the best he can.
• Physically energetic who can manage tasks that require mobility.
• Highly-spirited, versatile worker.

AREAS FOR DEVELOPMENT
• Needs to improve his English language.
• Sometimes lazy to finish of what he started.
• Unclear about the changes in his working environment, still searching for the sport, which will make him personally satisfied.
• Needs to be emotionally mature by applying an open communication. He has the tendency to keep grudges.
• Limited potentials for personal growth and career development.

C. SUMMARY AND RECOMMENDATION

Mr. Bernanke is currently experiencing change in his work direction in Sun Hotel. From accounting to sales and marketing, it is a significant change in working environment where his adaptability and sociability is put to a test. Nevertheless, he seemed to have excelled in sales as reflected in the achievements of sales target. Although, he is relatively new in sales, he claims to have contributed an increase in the industrial sector segment. When verified with his superiors, this was confirmed but different opinions and comments were expressed.

As a worker, Mr. Bernanke to be the hard worker type who will maximize all efforts and do his best to deliver good results. He started from the bottom and moved up the organizational ladder because of his contributions and performance. He is a self-starter and learned the “hows” in doing things out of his own experience. In sales, despite the non-sales training, he managed to compete with his fellow sales executives even though, some say, that it was a mere coincidence. The fact that he was persistent in follow-up led to success.

On the other hand, Mr. Bernanke poses a character problem, which is his temperament. He has a tendency to nurture grudge and is likely to create an unfavorable working relationship. This is one weakness, which needs to be addressed by his superior or management. In addition, he does not seem fit to occupy a managerial level due to his limited potentials. He looks contented in a subordinate role and is definitely a worker type. It is imperative that his superior monitors him closely and extends the appropriate style of leadership. For these reasons, we have reservations in recommending him for further promotion. Since he is doing good as sales executive at present, keep him motivated for better results.

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Ms. Wanty project herself as a person who aspires to consistently achieve the best among her peers. Ambitious with an inner drive to achieve, she is able to do multi tasks at a time in order to reach her goal. Indeed, during her tenure in Sun Hotel since 1999 as Sales Executive, she has consistently been able to display above average achievements.

Over the last two years, she was able to increase Room Night Occupancy (RNO) from 73/month to 500/month in the corporate accounts segment, her current portfolio. She was also able to increase RNO in her other segment, embassy segment, from 43/month to 100/month. In another instance, with her peer from front office, she also played an instrumental role in getting a large group (200 persons) to stay for more than 3 months in Sun Hotel. For her role in getting, this group she was awarded bonus by management.

In the process of achieving her goals, Ms. Wanty tends to be tough and firm with others. She likes to control and influence others to do what she wants to do, rather than being influenced or controlled by others. She has also strong need to be forceful — meaning that she prefers to openly and assertively express her demands to others. These traits make her appear tough and dominant in her dealings with people as she tends to force her own ideas to others. Although this character at times support her to successfully meet her goal, at the same token, it is likely to irritate some of her peers and clients thus creating an unpleasant working climate.

Ms. Wanty seems to have slow working tempo and may need special efforts to endure demanding tasks. When probed, she admitted that this is caused by her sickly physical make-up which is becoming a recurring health problem. Proactive, she claims that she can manage her weakness by being alert to the early signs of fatigue. She carries her medicinal supplies every time and self-treats her illness.

Her health problems does not stop her from her work although she has been on a long sick leave prior to date of our meeting. She has an ability to make quick decisions although her decisions may sacrifice accuracy for the sake of speed. She tends to be impatient in making decisions to quickly arrive at conclusions with less care and consideration. In one instance, she decided to rent a functional room to her client without consulting with her peers in banquet who have already booked the room. Although she could easily resolve the problem, this incident stirred the work atmosphere and indicated her careless move and overlooking details.

To get and maintain good business with her clients, Ms. Wanty pays regular visits to them at least four to five client calls per day. During her visits, she equips herself with the latest information related to clients’ business so that she sparks a professional discussion with them. This is an added value which although does not have a “rupiah” worth generates a priceless impact to the relationship. By doing so, she is able to maintain and build a professional business relationship which is one of the key performance indicators in her job.

D. PERSONALITY

Ms Wanty appears as a person who likes to build great relationship with people in general. Although she likes to interact, she seems to be self-reliant and prefers to be independent from others in doing her tasks. She also enjoys the spotlight and seeks recognition from others to acknowledge her contributions. Flexible and adaptable to diversified situations, she feels comfortable to face ideas of change and a variety of tasks. Meanwhile, her emotional nature indicates that she is apparently emotionally unstable, and at times, can be expressive about her feelings.

E. STRENGTHS AND AREAS FOR DEVELOPMENT

STRENGTS
• Displays a high need
• Achieve best results
• Open to new ideas and variety of change
• Able to do multitask at a time
• Proactive and alert
• Resourceful and shows initiative at work

AREAS FOR DEVELOPMENT
• Sometimes too domineering and has high ambitions. Her high expectations may annoy others and create unpleasant work climate.
• Experiencing health problem which can hinder her mobility and energy level
• Tends to act quickly without careful examination

F. SUMMARY AND RECOMMENDATION

Ms. Wanty has vast experiences as Sales Executive both in Sun Hotel and other hotels as well. She spent her career as sales in such hotel as Santika Semarang Hotel, Sun Hotel Solo and Graha Santika Bali, before joining Sun Jaya Hotel in 1999. She has responsibility to manage three segments : corporate, international and embassy accounts.

Ms. Wanty has great aspirations to achieve and be the best. Her ambitious desire pushes her to continually exert her best efforts to achieve her goals. Despite her health problems that sometimes hinder her mobility, she is able to utilize her inner driven to accomplish her tasks. Her high need to control and her demanding nature, however, tend to giver her an image of a tough person who tends to dominate. Beyond her knowledge this display of character may cause displeasure among her peers. Although she is quick in making decisions, she has tendency to overlook details and jump to conclusions too fast without careful consideration to accuracy.

Her sociability is one of her assets which had supported her well in her sales jobs. She knows how to position herself (leverage), by studying her clients industry before a visit. She seems to be focused even in her socializing that she places great importance and first priority to build relations only for professional interests. She places personal and non-business/work-related affairs at the last.

Ms. Wanty has proven that she is a contributor, an asset and not a liability to Sun Jaya Hotel. She has consistently been able to contribute to the sales revenue and increase hotel occupancy rooms in the past months. Her strong determination and her high need for achievement are her major strengths to support her future performance. However, to improve her performance –especially her interaction with her peers — she needs to modify her dominant character and show empathy to other’s view. She also needs to pay close attention to details before making decision and not easily jump to conclusion.

When the above traits are modified, we find Ms. Wanty to be one of the Sun Jaya hotel’s valuable contributors and we recommend her for further career development.

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